Abstract
| Original language | English |
|---|---|
| Pages (from-to) | 136-154 |
| Number of pages | 19 |
| Journal | The Journal of Industrial Relations |
| Volume | 55 |
| Issue number | 1 |
| DOIs | |
| Publication status | Published - Feb 2013 |
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Flexing some Muscle : Strategy and Outcomes in the Queensland Health and Fitness Industry. / Maconachie, Glenda; Sappey, Jennifer.
In: The Journal of Industrial Relations, Vol. 55, No. 1, 02.2013, p. 136-154.Research output: Contribution to journal › Article
TY - JOUR
T1 - Flexing some Muscle
T2 - Strategy and Outcomes in the Queensland Health and Fitness Industry
AU - Maconachie, Glenda
AU - Sappey, Jennifer
N1 - Imported on 24 Apr 2017 - DigiTool details were: 086 FoR could not be migrated (160988 - ). publisher (260b) = Sage Publications; month (773h) = February, 2013; Journal title (773t) = Journal of Industrial Relations. ISSNs: 0022-1856;
PY - 2013/2
Y1 - 2013/2
N2 - In 1993, contrary to the trend towards enterprise bargaining, and despite an employment environment favouring strong managerial prerogative, a small group of employers in the Queensland commercial health and fitness industry sought industrial regulation through an industry-specific award. A range of factors, including increased competition and unscrupulous profiteers damaging the industry's reputation, triggered the actions as a business strategy. The strategic choices of the employer group, to approach a union to initiate a consent award, are the inverse of behaviours expected under strategic choice theory. This paper argues that organizational size, collective employer action, focus on industry rather than organizational outcomes, and the traditional industrial relations system providing broader impacts, explain their atypical behaviour.
AB - In 1993, contrary to the trend towards enterprise bargaining, and despite an employment environment favouring strong managerial prerogative, a small group of employers in the Queensland commercial health and fitness industry sought industrial regulation through an industry-specific award. A range of factors, including increased competition and unscrupulous profiteers damaging the industry's reputation, triggered the actions as a business strategy. The strategic choices of the employer group, to approach a union to initiate a consent award, are the inverse of behaviours expected under strategic choice theory. This paper argues that organizational size, collective employer action, focus on industry rather than organizational outcomes, and the traditional industrial relations system providing broader impacts, explain their atypical behaviour.
KW - Awards
KW - Casual employment
KW - Health and fitness
KW - Strategic choice
U2 - 10.1177/0022185612465528
DO - 10.1177/0022185612465528
M3 - Article
VL - 55
SP - 136
EP - 154
JO - The Journal of Industrial Relations
JF - The Journal of Industrial Relations
SN - 0022-1856
IS - 1
ER -